Tag: franchise

Responsible Franchising Includes Listening—Even at the End of the Franchise Relationship

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In the early days of a franchise relationship, there’s an undeniable sense of excitement and collaboration. The franchisor and the franchise candidate are in constant communication—calls, discovery days, on-site visits, and virtual meetings—creating a rhythm of engagement that helps both sides build trust and alignment. Once the candidate becomes a franchisee, the momentum continues with onboarding, extensive training, access to support teams, and integration into a network of vendors and suppliers. Everyone is energized. There’s a common rallying cry: We’re like family.

But just like families, not everything is always picture-perfect. Despite the training, the support, and the goodwill, some franchisees don’t succeed. Businesses close. Investments are lost. Relationships unravel. Today’s conversation isn’t about dissecting the reasons for failure or assigning blame. Rather, it’s about learning—how franchisors can use the experience to improve future relationships, and how system-wide growth can benefit from the honest reflection of past exits.

In the corporate world, there’s a process in place when an employee leaves a company: the exit interview. Conducted by human resources—an impartial third party not involved in day-to-day operations—these conversations serve a critical function. They uncover issues that might otherwise remain buried. They expose toxic leadership, broken systems, and patterns of discontent. They also present an opportunity for the company to improve, evolve, and prepare for the future.

Now imagine bringing that same process to franchising.

What if franchisee exits—whether due to financial distress, personal reasons, relocation, or burnout—were followed by structured interviews? Not by the development team or the operations manager who’s been on every call, but by a neutral, experienced third party. What would we uncover? What patterns might emerge?

Franchising is often romanticized as entrepreneurship with guardrails. And for many, it is. But when it goes wrong, it can go very wrong. Unfortunately, the lessons learned from failed units or strained relationships often stay locked away in legal documents, behind closed-door depositions, or in litigation. By the time a franchisor truly understands what went wrong, the opportunity to make meaningful change has passed. The franchisee is gone. The damage is done. And in some cases, the story gets spun as “a poor operator” or “they just weren’t a culture fit”—sometimes valid, sometimes just convenient.

Responsible franchising demands more.

If we agree that transparency and communication are key pillars of strong franchise systems, then we must also agree that learning from every experience—good or bad—is part of sustainable growth. Conducting exit interviews with departing franchisees could provide franchisors with an invaluable pulse on their system. They’d get candid feedback on support systems, training gaps, marketing programs, brand reputation, communication inconsistencies, and operational challenges. In many cases, it wouldn’t be about a single failure point—it would be about accumulation, or patterns unnoticed in the hustle of growth.

Of course, this raises important questions. Would franchisors really want to know? Would they be prepared to hear the uncomfortable truths? Would they act on them—or would they bury them?

And yet, not asking might be even riskier.

What if quiet exits are hiding a coming wave of dissatisfaction? What if the same systemic issues causing one franchisee to fail are quietly affecting others? What if a well-designed exit interview program, conducted in real time, could serve as a proactive tool—not just to analyze, but to prevent?

This isn’t about creating an adversarial environment. It’s about building a feedback loop that’s often missing in franchising. After all, franchise relationships are not employment contracts—they’re investments of life savings, time, and identity. When they end, they leave behind more than just financial wreckage—they leave insights. And responsible brands will want to mine those insights to improve their systems.

So maybe the phrase “we’re like family” needs an upgrade.

Because in real families, when something goes wrong, we talk about it. We try to understand it. We don’t wait for a courtroom to decide the narrative. We try to learn—and do better for the next time.

Franchisors, the next time a franchisee exits your system, ask yourself: What can I learn from this? And more importantly: What could I have learned if I had asked sooner?

Let’s start that conversation.

I welcome your comments, insights, and perspective. Please share.

Make today a great day. Make it happen. Make it count!

About the Author

Paul Segreto is a trusted voice in the franchise and small business world with over four decades of hands-on experience as a senior executive, consultant, coach, and entrepreneur. Known for his straight-talk approach and ability to connect strategy with real-world execution, Paul has guided countless emerging brands through the often-overwhelming challenges of growth, infrastructure development, and franchise system management.

Specializing in helping franchisors transition from startup to sustainable systems, Paul’s expertise is rooted in a deep understanding of responsible franchising—where accountability, transparency, and franchisee success are non-negotiable. Since 2001, he has advised startups and emerging brands through critical stages of development, supporting them in navigating crisis points, re-establishing trust, and building cultures centered around operational excellence.

Named one of the Top 100 Global Franchise and Small Business Influencers, Paul is also the voice behind the Acceler8Success Cafe, a daily content platform where thousands of entrepreneurs gain insight and motivation. A lifelong advocate for ethical growth and brand integrity, Paul continues to mentor founders, franchise leaders, and entrepreneurial families, helping them find clarity in chaos and long-term success through intentional leadership.

To connect, reach out directly to Paul via email at paul@acceler8success.com.

Partnering With Acceler8Success Group

At Acceler8Success Group, we believe responsible franchising starts with responsible leadership. We help franchisors and small business owners turn vision into viable, scalable systems—especially when the pressure is high and the stakes are real.

Our team supports entrepreneurs at every stage of the journey: from defining brand positioning and building franchise infrastructure, to launching growth initiatives, guiding leadership transitions, and executing turnarounds. Whether you’re building from the ground up or trying to regain control of a struggling franchise system, we provide the tools, strategies, and support that create sustainable results.

What sets us apart is our integrated approach. Through coaching, advisory, digital media, marketing, and franchise development, we build alignment between brand promise and operational performance—because growth without stability is just noise.

If you’re a franchisor facing overwhelming challenges, uncertainty, or system strain, don’t go it alone. Let’s rebuild confidence, restore momentum, and reignite the brand you’ve worked so hard to build.

Inquire today at Acceler8Success.com. Let’s make your next chapter your strongest yet.

Pulling Back the Reins: Responsible Franchising Starts with Disciplined Growth

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A hallmark of a successful franchise system is its ability to grow through multi-unit development. Yet, within the rush to scale, one critical question often goes unasked: Is this franchisee truly ready to open another location? While enthusiasm and a track record of compliance are valuable, they are not substitutes for true readiness. Responsible franchising requires a deliberate, structured approval process to ensure that expanding franchisees are fully equipped—financially, operationally, and strategically—to succeed beyond a single unit.

The franchisor’s role isn’t just to approve additional units. It is to know when to say “yes,” when to say “not yet,” and when to say “no.” Doing so protects the brand, supports sustainable franchisee success, and ensures long-term system health.

Why a Responsible Approval Process Matters

Not every franchisee is equipped to handle multi-unit operations. Some of the best single-unit operators fail when trying to scale because the skillset needed to manage multiple locations differs drastically. The transition from operator to manager, from doer to delegator, is difficult—and not always natural. Poorly timed or poorly supported expansions can lead to operational breakdowns, strained cash flow, underperforming units, and ultimately, brand damage.

A responsible approval process acts as a safeguard. It’s not about limiting opportunity—it’s about preserving it. When franchisors take a thoughtful approach, they enable qualified franchisees to grow successfully and help others develop the skills and infrastructure necessary to get there in time.

Core Criteria for Franchisee Expansion Readiness

A franchisee’s desire or even contractual right to develop additional units should not be the only determining factor. Readiness must be based on objective, measurable criteria. Some key benchmarks include:

1. Operational Performance
The franchisee should demonstrate consistently high performance at their current location(s)—including sales growth, profitability, customer satisfaction, and system compliance. Mystery shop scores, brand audits, and reviews provide supporting indicators.

2. Financial Health
Cash flow, profitability, and debt-to-equity ratios must be strong. A financial analysis should prove that the franchisee can fund the new location without compromising existing operations or taking on undue risk. This includes capital for build-out, pre-opening expenses, and adequate operating reserves.

3. Team Infrastructure
The ability to duplicate a successful location hinges on people. Has the franchisee developed a reliable management team? Are they delegating day-to-day operations successfully? Can the existing team absorb the challenges of opening and operating another unit?

4. Leadership and Mindset
Expanding requires a different mindset. The franchisee must show they are shifting from operator to leader. Have they demonstrated the ability to coach, lead, and scale people and processes—not just work harder?

5. Commitment to the Brand
Beyond financial and operational metrics, a franchisee should be aligned with the brand’s mission, vision, and growth strategy. Expansion should feel like a partnership, not just a transaction.

6. Local Market Opportunity
Even the best franchisee can fail in the wrong market. The proposed location must align with target demographics, real estate guidelines, and support structures. Franchisors should require proper site analysis, marketing plans, and feasibility validation.

When to Hit Pause (and Why That’s Okay)

Saying “not yet” is not a denial—it’s a responsible pause. A well-designed pause plan might include:

  • A timeline with performance milestones (e.g., increase in net profit, hiring of general manager)
  • Operational improvements or infrastructure development (e.g., implementation of a management system, training a successor)
  • Coaching or mentoring for leadership development
  • Financial restructuring to improve readiness

During this period, the franchisor should provide support, tools, and clear expectations. The pause should be framed as an opportunity for the franchisee to strengthen their foundation, not as a penalty.

When to Say No

There are times when expansion simply doesn’t make sense. If a franchisee is overleveraged, lacks leadership capacity, or struggles to maintain basic standards, adding locations will likely magnify existing problems. It may be uncomfortable, but the franchisor’s responsibility to the brand and system as a whole must outweigh the desire to please or grow at all costs. Saying no is an act of leadership—and of protection.

Responsible Franchising Means Disciplined Growth

Franchise development is more than signing deals. It’s about cultivating success. For that to happen, franchisors must approach franchisee expansion with the same strategic discipline they apply to new market entry or product innovation.

By establishing a transparent, performance-based approval process and knowing when to pause or decline expansion, franchisors create a stronger, more resilient system. They protect the franchisee from overextending and the brand from underperforming. Most importantly, they foster a culture where growth is earned, qualified, and supported—one location at a time.

Make today a great day. Make it happen. Make it count!

About the Author

Paul Segreto is a trusted voice in the franchise and small business world with over four decades of hands-on experience as a senior executive, consultant, coach, and entrepreneur. Known for his straight-talk approach and ability to connect strategy with real-world execution, Paul has guided countless emerging brands through the often-overwhelming challenges of growth, infrastructure development, and franchise system management.

Specializing in helping franchisors transition from startup to sustainable systems, Paul’s expertise is rooted in a deep understanding of responsible franchising—where accountability, transparency, and franchisee success are non-negotiable. Since 2001, he has advised startups and emerging brands through critical stages of development, supporting them in navigating crisis points, re-establishing trust, and building cultures centered around operational excellence.

Named one of the Top 100 Global Franchise and Small Business Influencers, Paul is also the voice behind the Acceler8Success Cafe, a daily content platform where thousands of entrepreneurs gain insight and motivation. A lifelong advocate for ethical growth and brand integrity, Paul continues to mentor founders, franchise leaders, and entrepreneurial families, helping them find clarity in chaos and long-term success through intentional leadership.

To connect, reach out directly to Paul via email at paul@acceler8success.com.

Partnering With Acceler8Success Group

At Acceler8Success Group, we believe responsible franchising starts with responsible leadership. We help franchisors and small business owners turn vision into viable, scalable systems—especially when the pressure is high and the stakes are real.

Our team supports entrepreneurs at every stage of the journey: from defining brand positioning and building franchise infrastructure, to launching growth initiatives, guiding leadership transitions, and executing turnarounds. Whether you’re building from the ground up or trying to regain control of a struggling franchise system, we provide the tools, strategies, and support that create sustainable results.

What sets us apart is our integrated approach. Through coaching, advisory, digital media, marketing, and franchise development, we build alignment between brand promise and operational performance—because growth without stability is just noise.

If you’re a franchisor facing overwhelming challenges, uncertainty, or system strain, don’t go it alone. Let’s rebuild confidence, restore momentum, and reignite the brand you’ve worked so hard to build.

Inquire today at Acceler8Success.com. Let’s make your next chapter your strongest yet.

Creating a WIN-WIN-WIN for Franchisor, Franchisee… and Buyer!

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Selling a franchise resale is not like selling an independent business. It’s not just a transaction, it’s a transition within an established system, impacting not just the seller and the buyer but also the franchisor, the brand, and potentially other franchisees. The process must be carefully managed to protect brand integrity, ensure continuity, and maximize value for all parties involved.

For a franchisee looking to sell, the goal is to position the business as a valuable opportunity within a proven system. For the franchisor, it’s about maintaining quality control while supporting a smooth transition. When handled correctly, a franchise resale can strengthen the network and attract future franchise buyers.

For the Franchisee: Preparing for a Successful Sale

Selling a franchise is not just about finding a buyer; it’s about finding the right buyer. A franchisee must understand that their business is part of a larger ecosystem. While financials and operational performance are important, alignment with brand standards and franchisor approval is equally crucial.

First, a franchisee should review the Franchise Agreement to understand resale conditions. Many agreements include a right of first refusal for the franchisor or stipulate specific approval requirements for prospective buyers. Ignoring these could delay or derail the sale.

The business should be in its best shape before going to market. Strong financials, well-maintained facilities, and a solid team in place make the resale more attractive. Proper documentation—P&L statements, tax returns, lease agreements, and franchise-related obligations—should be readily available for due diligence.

The franchisee also needs to work with the franchisor to ensure a smooth transition. The franchisor will want to validate the buyer’s qualifications and ensure they are a good fit for the system. A cooperative approach here increases the likelihood of a successful transfer.

For the Franchisor: Facilitating a Strategic Transfer

Franchisors have a vested interest in ensuring that franchise resales align with the brand’s standards and long-term growth strategy. A poorly executed resale can lead to operational inconsistencies or franchisee dissatisfaction, while a well-executed transition can enhance brand strength.

It starts with a proactive resale strategy. Franchisors should educate franchisees early about exit planning, rather than waiting for a business to be listed in distress. A well-prepared sale means better outcomes for all parties.

Vet potential buyers carefully. While a franchise resale often attracts experienced entrepreneurs, they must still meet franchise system requirements. Just because someone can afford to buy doesn’t mean they are the right fit. Ensuring that the incoming franchisee is aligned with brand culture, training requirements, and operational expectations is critical.

The franchisor’s role also includes facilitating training and support during the handover process. Buyers need to feel confident that they will receive the same level of training and ongoing support as a new franchisee would. This reinforces system strength and sets up the new owner for success.

Creating Win-Win-Win Outcomes

When done right, a franchise resale benefits everyone. The selling franchisee successfully exits, often at a higher valuation when they have positioned the business correctly. The franchisor retains control over the quality of franchise operators, avoiding system dilution. The buyer steps into a business with established brand equity and operational support. However, there must be a plan, a business plan of sorts, for the buyer! That is where Acceler8Success Group steps in.

We’re all about WIN-WIN-WIN transactions for the franchisor, franchisee, and the buyer. So if you’re interested in learning about our unique franchise resale process, for both highly profitable locations as well as for underperforming locations, please contact me here on LinkedIn or by email at paul@acceler8success.com.

About Acceler8Success Group

Acceler8Success Group empowers entrepreneurs and business leaders with personalized coaching, strategic guidance, and a results-driven approach. Whether launching, scaling, or optimizing a business, we provide the tools, mentorship, and resources to drive long-term success.

Explore entrepreneurship coaching at Acceler8Entrepreneurship.com or business ownership resources at OwnABizness.com.

For more information on our business advisory services or expert content for your company, brand, or personal needs, whether for blogs, articles, newsletters, or special projects, in English, Spanish or French, please inquire at https://acceler8success.com/contact.

Celebrating Franchising as a Pillar of the American Dream

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Franchising stands as a cornerstone of entrepreneurship, serving as a vibrant force that fuels business growth and innovation. Whether through restaurants, service brands, hotels, or retail establishments, franchising has consistently demonstrated its resilience and adaptability in an ever-changing marketplace.

At its heart, franchising is about opportunity—not just for the franchisors creating scalable models but also for the franchisees who bring these concepts to life. Franchisees are, in every sense, small business owners. They face the same challenges, embrace the same opportunities, and contribute equally to the fabric of their communities as their independent counterparts on Main Street USA. This is a point I have made time and again, including directly to American Express since it launched Small Business Saturday years ago. Franchisees, too, deserve recognition for their pivotal role in driving local economies.

Last year, Acceler8Success Cafe has highlighted franchising as a key topic in countless articles, exploring its evolution, impact, and future potential. Each story has aimed to capture the essence of franchising as a dynamic avenue for entrepreneurial success. Listed below are some of last year’s most impactful articles, which have resonated deeply with entrepreneurs, aspiring franchisees, and small business advocates alike.

From the lessons learned by multi-unit operators to the emerging trends shaping restaurant and retail franchises, our coverage has been diverse and insightful. We have celebrated franchise success stories, analyzed the challenges of scaling franchise systems, and delved into the ways franchises contribute to local and national economies. Whether spotlighting innovative franchise models or discussing the essentials of franchisee-franchisor relationships, these articles have underscored franchising as an enduring pillar of entrepreneurship.

As we have moved into a new year, the focus on franchising at Acceler8Success Cafe will remain as strong as ever. It is more than just a business model—it is a testament to the entrepreneurial spirit, a vehicle for achieving the American Dream, and a vital part of our mission to inspire, educate, and connect.

For those who have followed our franchising coverage last year, thank you for being part of the journey. And for those just discovering the power of franchising, there is no better time to explore this extraordinary world of opportunity. Stay tuned as we continue to champion franchising and its role in shaping the future of entrepreneurship. In the meantime, please take some time to explore the following articles:

Franchising: A Proven Roadmap to Entrepreneurship

Often seen as a distinctive approach to business ownership, franchising is, at its core, a highly entrepreneurial venture. Franchise owners are individuals who invest their life savings, assume significant … More

Franchisee or Entrepreneur: Which Path is Right for You?

Franchisees and entrepreneurs who start businesses from scratch both seek the rewards of business ownership, but their paths are quite different. One of the most prominent differences between the two lies in their propensity for risk. Entrepreneurs who build their businesses from the ground up face significant uncertainty. They must develop everything from the brand … More

Franchise Opportunities: Weighing the Pros and Cons of New vs. Resale

When a franchise candidate explores either a new franchise opportunity or the purchase of an existing resale, they must carefully consider several factors that impact both the short-term and long-term success of their venture. Both paths can lead to rewarding outcomes, but they come with unique challenges and opportunities. A new franchise offers the chance … More

Buying a Franchise Restaurant vs. an Independent Restaurant: The Food Looks the Same, So What’s the Difference?

The restaurant industry offers diverse opportunities for aspiring entrepreneurs. Among the most significant decisions is whether to buy a franchise restaurant or an independent restaurant. Both options come with their own set of benefits and challenges, especially in today’s uncertain economy. Let’s scratch the surface and explore these two pathways to help you make an … More

Family Partnerships in Franchise Ventures: Leveraging Strengths for Success

Buying a franchise can be an exciting venture, offering the opportunity to tap into a proven business model with built-in support and brand recognition. However, when considering involving family members, particularly adult children, as minority partners and members of the leadership team, careful planning and strategy are essential for success. To ensure an effective and collaborative … More

Will Franchising Boom in the Wake of Corporate Layoffs?

As major corporations continue to announce significant layoffs, a potential boom in franchising emerges as a hot topic. This trend prompts a critical examination of franchising as a viable career alternative for those displaced by the shrinking job market. The Appeal of Franchising Franchising offers a structured business model with substantial support from the franchisor, … More

Considering a Franchise After a Career in Corporate America

For many professionals accustomed to the structured environment of corporate America, the idea of purchasing a franchise presents an appealing opportunity for entrepreneurship. While the transition from an employee to a business owner is filled with potential benefits, it also comes with significant challenges. This article outlines the key considerations for corporate professionals looking to … More

Understanding the Marriage-Like Relationship of Franchising

When venturing into a franchise agreement, many liken the relationship to a marriage. This analogy is not without merit, as both involve significant commitments, shared goals, and the need for compatibility. Yet, there are also critical distinctions that potential franchisees must consider. Understanding these similarities and differences can help entrepreneurs evaluate their readiness and suitability … More

Bridging the Knowledge Gap: Essential Business Skills for Franchise and Restaurant Success

In franchising, and in restaurant businesses, a significant gap exists in the discussion of general business skills and best practices. Articles and resources abound that dive into the specifics of running a franchise or restaurant, yet they often overlook the foundational business disciplines crucial for success at every management and leadership level. This oversight can … More

Why a Quick Service Restaurant Franchise is Ideal for First-Time Entrepreneurs

Choosing a Quick Service Restaurant (QSR) franchise as a venture into entrepreneurship, even without prior foodservice experience, can be a strategic and potentially rewarding decision. This article explores the rationale behind this choice, supported by facts and expert insights, and presents key questions for aspiring entrepreneurs to consider. Accessibility of the Franchise Model Key Reason: … More

Franchising embodies the essence of entrepreneurship, providing a reliable path to success for both newcomers and experienced business owners. At Acceler8Success, we are dedicated to showcasing franchising’s impact in driving innovation, fueling growth, and empowering individuals to turn their dreams into reality. Whether you’re just beginning to explore franchising or seeking to deepen your understanding, we invite you to connect with us. Discover more by reaching out HERE.

About the Author

With more than 40 years of experience in small business, restaurant, and franchise management, marketing, and development, Paul Segreto is a respected expert in the entrepreneurial world, dedicated to helping others achieve success. Whether you’re an aspiring or current entrepreneur in need of guidance, support, or simply a conversation, you can connect with Paul at paul@acceler8success.com.

Will Franchising Boom in the Wake of Corporate Layoffs?

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As major corporations continue to announce significant layoffs, a potential boom in franchising emerges as a hot topic. This trend prompts a critical examination of franchising as a viable career alternative for those displaced by the shrinking job market.

The Appeal of Franchising

Franchising offers a structured business model with substantial support from the franchisor, including marketing, training, and operational assistance. This can lower the barriers to entry for those new to entrepreneurship, providing a smoother transition from employment to business ownership. The inherent appeal of franchising lies in its ability to offer a “business in a box” model, where the framework for running a business, backed by a recognized brand and proven business strategies, is already established.

Economic Context and Financing

The economic uncertainty triggered by widespread layoffs could lead individuals to seek more control over their professional futures. Franchising may appeal as a safer harbor, allowing entrepreneurs to capitalize on established brands and customer loyalty that come with a franchise. However, the success of potential franchisees also heavily depends on the economic environment and access to financing. During economic downturns, securing loans and other financing options can be more challenging, potentially stifling the growth of franchising despite the increased interest.

Sectorial Expansion and Diversification

Traditionally, sectors like fast food, retail, and hospitality have dominated the franchising landscape. However, current trends could shift this dynamic. Emerging fields such as health, wellness, and technology are ripe for franchising opportunities, potentially attracting a more diverse group of entrepreneurs. This diversification can broaden the appeal of franchising, moving it beyond consumer-facing retail to services that are more specialized and knowledge-intensive.

Challenges and Considerations

While the prospect of a franchising boom is compelling, it is not without challenges. Prospective franchisees must conduct thorough due diligence, understanding both the risks and rewards. The success rate of franchises, while generally favorable, varies widely by sector and individual business acumen. Additionally, the franchising model itself may evolve in response to economic pressures and changing consumer behaviors, which could alter the landscape significantly. Key forecasts of the 2024 Franchising Outlook Report by the International Franchise Association include:

  • The number of franchise establishments will increase by more than 15,000 units, or 1.9%, to 821,000 units. This growth will be supported, in part, by lower interest rates for higher ownership affordability and increased investment from private equity firms.
  • Franchising is expected to add approximately 221,000 jobs in 2024. As overall U.S. unemployment is forecast to average 4.1%, higher than 2023’s unemployment rate of 3.7%, FRANdata forecasts employment to grow by 2.6%, down 0.3% in year-over-year comparisons.
  • Total franchise output will increase by 4.1%, from $858.5 billion in 2023 to $893.9 billion in 2024.
  • Franchises’ GDP will continue to grow, increasing at a pace of 4.3% to $545.8 billion.
  • Personal services and quick service restaurants (QSRs) will experience higher growth than other industries.
  • Growth in the Southeast and Southwest will outpace the rest of the U.S. franchise market in 2024.

While the trend of corporate layoffs might catalyze interest in franchising as a fallback career path, its success will hinge on several factors, including the economic climate, financing availability, and the ability to adapt to new market realities. Aspiring entrepreneurs should weigh these factors and review the IFA’s report carefully when considering franchising as a viable route to business ownership and financial independence.

Make today a great day. Make it happen. Make it count!

About Acceler8Success

Acceler8Success is a dynamic consulting firm that specializes in franchise development, business coaching, and professional growth strategies. Tailored to meet the unique needs of each client, the firm offers a range of services designed to enhance operational efficiency and promote business expansion. These services include franchise development, strategic planning, and consulting for existing franchise networks.

Additionally, Acceler8Success provides personalized business coaching to develop leadership skills, improve management practices, and boost overall performance through workshops and one-on-one sessions. The firm also facilitates networking through regular events, webinars, and seminars, creating opportunities for collaboration and strategic partnerships. Committed to delivering measurable results, Acceler8Success focuses on empowering entrepreneurs and business leaders with the tools, education, and mentorship needed to achieve and sustain success. Learn more at Acceler8Success.com.

Social Media… A Jungle for Franchising?

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Franchising is no stranger to change. The industry adapted well to the internet when it integrated its then traditional marketing at tradeshows with development of elaborate websites. Next, the industry adapted again as it integrated its marketing efforts and web presence with franchise consultants and brokers through a multitude of franchise portals.

Well, as Bob Dylan once wrote, “…the times they are a changing.” Much has been written and spoken about weeding through the many tire-kickers experienced on the internet, shuffling from one portal to the next with the same non-objective to “see what’s out there.” The franchise industry has literally seen thousands of these leads with no purpose, no chance of ever presenting a franchise opportunity.

Instead of trying to catch fish in a wide open ocean, why not direct your attention to the fish in a lake, pond or even, a barrel? That’s correct, a barrel! In searching for qualified franchise candidates, we, as an industry, need to locate the barrels of candidates that exist in the market today. How do we accomplish this seemingly insurmountable task? We need to embrace new technology and integrate the same with traditional efforts. Specifically, Social Media and all it has to offer.

Social Media is truly extraordinary, consisting of many different aspects beyond the familiar LinkedIn, Facebook and Twitter. There are wikis, webinars, blogs and podcasts, just to name a few. But there are others as well. To the many, the thought of stepping foot into this jungle is daunting, and therefore, the journey continues to be delayed. So, as the old adage of how one could eat an entire elephant (of course, one bite at a time), it’s necessary to take small bites out of the Social Media elephant and step through the jungle carefully, one step at a time – using all the tools at our disposal to reach our destination… our objective.

The following is a discussion on a blog by Michelle Bonat originally posted in 2008 but still very relevant today. Michelle discusses taking small steps towards integrating Social Media Marketing with classic (traditional) marketing programs.

Babysteps…How to integrate social media with traditional marketing programs

Social media marketing is most effective when it is an integrated part of your overall marketing efforts. But how do you jump into social media when you already have some really effective classic marketing programs in play? Here are a few ways you can babystep into the world of social media by leveraging the good stuff you already have.

1) Maintain a single consistent marketing strategy through classic and social media marketing.

Your goals, objectives and messages should be consistent across all of your marketing. Sounds simple, but unless you define and enforce this it won’t happen.

The good news here is that you don’t have to re-figure this all out just for social media. It is really just taking your existing marketing platform and extending it.

2) Extend your reach – Reach out to your influencers in ways that they like to communicate.

Use your existing marketing knowledge about who influences your product’s purchasing decisions, and use social media tools to create a discussion with them where they hang out.

Some specific examples: Are your influencers kids? Get on the social networks catering to the younger set. IT buyers? Figure out which bloggers are influencing this community. Mobile sales professionals? Deliver content in a mobile enabled way, such as Twitter.

3) Invite your customers into the process.

While you are planning your next product, refining your messaging, or even launching a marketing campaign, figure out a way to get your customers involved whenever possible as early as possible. When you do this they feel that they have been heard, feel more engaged and valued, which results in a tighter connection with your company and product. It also gives you the benefit of upfront input. A product that people actually want? Described in a manner that speaks to them? Wonderful!

A good way to on-ramp this customer involvement include online communities (public or private, even a public group on an existing social network). You can even ask them to deliver their thoughts in video form by way of a contest – “describe what our product means to you”.

4) Turn an online forum into a social media hub.

Make people feel more at home by adding profile information and allowing the posting of pictures (or pointers to a picture posting service like Flickr).

Recognize that you have to give to get. Start a genuine conversation with your audience by having company employees contribute to the forums in their own words. For example, instead of just asking for feature enhancements suggestions, tell them what direction you are headed and, if possible, the timing for these enhancements (without giving away too much info). Then ask them their opinion.

Try these few tips to help ease into a social media program that leverages your existing marketing – and you will soon be on your way!

Note: This post was revised from earlier post on this site, “Web 2.0 – A Jungle for Franchise Development” (Mar 2009)


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The NEW Golden Rule!

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The following article has been submitted by Guest Author, Frank Again. Frank is the Founder and President of AmSpirit Business Connections, a national franchise organization that empowers entrepreneurs, sales representatives and professionals to become more successful through networking and developing stronger business relationships.

amspiritPrior to founding AmSpirit Business Connections, Frank developed the largest territory of Network Professionals Inc., a similar organization. In addition, for ten years he operated a successful law practice in Columbus, Ohio focusing on the creation, growth and sale of small business enterprises. After completing law school and graduate business school at the Ohio State University, Frank started his career as a tax consultant with Coopers & Lybrand.

Frank has authored and published a book entitled Foundational Networking: Creating Know, Like & Trust For A Lifetime of Extraordinary Success. The premise of Foundational Networking is that the most important aspect of successful professional networking is not our skills or knowledge of the process, but rather our attitudes and habits with respect to presence, altruism, and integrity. Foundational Networking is a culmination of his life experiences, observations and research as it relates to the components of these attributes.foundational-networking

The NEW Golden Rule!
as submitted by Frank Agin

If you ask most anyone in serious networking circles what the Golden Rule of Networking is, they we reflectively respond, “Give First, Get Second.” While there is lots of truth in that answer, it is not the complete answer. It can’t be, as there is much more to successful networking than just giving.

Networking is about developing relationships with other people and then (while contributing to the lives of others) parlaying those relationships into things that benefit you …referrals … information … other contacts.

So the key to successful networking is getting lots of great people interested in you. This, however, almost begs the question, “How do I get people interested in me?”

The best way to answer that is to ask yourself this, “Why do I want to network with certain people?” After all, it only makes sense that the reasons why you want to network with certain people are likely the same reasons why others would want to network with you.

With that simple revelation, it makes perfect sense that if you adopt the same characteristics, attitudes and habits of the people you want to network with, then others will want to network with you.

In very simple terms, you need to become the person you want to network with. This is the NEW Golden Rule of Networking.

So, answer this: Who do you want to network with? In the most general of terms, you want to network with people that you know, like and trust. However, you need to drill down into more specific questions, such as …network<

• What do you want to KNOW about others?
• What makes you LIKE others?
• What builds your TRUST in others?

If you really think about it and work to uncover the answers to these three questions, then you have found out exactly why you want to network with other people.

More importantly, however, this exercise reveals to you exactly the person you need to become to get other people to want to network with you. Again, become the person you want to network with.

To get at this, take a moment to examine each of these questions.

What do we want to KNOW about others?

For example, you cannot help but be impressed by the doers of the world, as those that go the extra mile for company, community or country always seem to have a following. Why not become one?

What other qualities in people do you admire? Sense of humor? Optimism? Courage? Endeavor to take those on.

Become the person you want to network with.

What makes us LIKE others?

As with most people, you cannot help but like people who like you and as such you want to be around people who seem to take a liking to everyone. With that little nugget, you should find a reason to like everyone and do all you can to express it as genuinely as possible.

What other characteristics in people do you find attractive? Compassion? Thoughtfulness? Generosity? You should seek to adopt those mindsets. Become the person you want to network with.

What builds our TRUST in others?

Admit it, you have a natural trust for the person who does what they say they are going to do. With that, you should become the person upon which others can rely.

What traits in other people make them trustworthy in your eyes? Conscientious? Honest? Open-Minded? You should try to mimic these behaviors. Become the person you want to network with.

Yes, giving to the world around you quietly inspires others to give that generosity back. If, however, you endeavor to mirror the characteristics, attitudes and habits of those you aspire to network with, legions of others will strive to network with you – giving you much more in the end.